Entrepreneurship and embeddedness : process, context and theoretical foundations

Author's accepted version (postprint).This is an Accepted Manuscript of an article published by Taylor & Francis in Entrepreneurship & Regional Development on 31/03/2022.Available online: https://www.tandfonline.com/doi/full/10.1080/08985626.2022.2055152In this article, we introduce the special issue on entrepreneurship and embeddedness. We do so by providing a brief overview of existing research on the topic focused on three important conversations related to process, context and theoretical foundations. The overview highlights essential contributions from extant research and suggests that expansion and advancement in the research conversation can be accomplished by focusing on dynamic and multilayered conceptualizations of embeddedness and by broadening the theoretical foundations of our research. We also present and position the papers in the special issue within the conversations on process, context and theoretical foundations in entrepreneurship research on embeddedness.acceptedVersionpublishedVersio

Zooming in emotions in family firms

From introduction: The purpose of this essay is to provide an insight into why family businesses are imbued with emotions where interactions among family members make them especially »high« on emotions

Emotions in Motion : The Strategic Leader in a Radical Change Process

This thesis offers an emotion perspective to the field of strategic change and leadership. Through a longitudinal study, following two strategic leaders in a real time setting of a radical change process, this study shows that emotions are all-embracing within such a process. The findings stress that strategic leaders are very emotionally committed and tied to the strategy of a company and feel personal responsibility for its progress. Emotions evolve in daily interaction and are produced and reproduced in this context. They arise as a means to understand and relate to the on-going process and as a means to explicitly emphasise and stress the importance of different aspects of the change as well. The results of this study shows that emotions can be related directly to the change process where they serve as driving forces or restraining forces and as indirect driving or restraining forces in relation to the strategic intent. Furthermore, the co-production of emotions between the strategic leader and other organisational members has power implications such as power gain or power drain for the strategic leader, and thereby the strategic leadership. Emotions have also been proven to serve as constructors of emotion sediments, good-mood-setters and bad-mood-setters within the process. Methodologically, this study opens up for further research on emotions. Through a series of micro-processes, the strategic leaders of this study have contributed by helping out with conversations prior to and after meetings and by offering their personal diary notes. Furthermore, a suggested classification of emotions is made in connection to a radical change process

Beyond “shades of green” : opportunities for a renewed conceptualisation of entrepreneurial sustainability in SMEs: a literature review

Sustainability entrepreneurship (SuE) is an emerging field that is linked to “sustainable development” (SD). The SuE literature is reviewed in the light of alternative understandings of sustainable development, noting that current conceptualisations of SuE are strongly influenced by studies of “green” entrepreneurship, and less so by the extensive SD literature. It is therefore argued that SuE research needs to recognise both the importance of an extended understanding of SD theories, and the “embedded” nature of sustainability entrepreneurship. By recognising the importance of “place” in SuE/SD research, it is suggested that the unique contribution of SMEs can be recognised and developed

Strategy Formation In The Family Business : The Role Of Storytelling

This paper takes an interest in the past, as depicted by family business owners, and how it is reflected in the governance of the firm. The purpose of this paper is to explore how family business owners express and perceive their family business story and the implications for the strategy formation of the firm. Through the storytelling from 20 cases, we conclude that they embrace their past through different degrees of adoption and their promotion or prevention focus. We construct four typologies: strategy formation through reinforcement, renewal, remembrance and rhetoric. The implications of storytelling and these typologies are discussed